Locally Driven, Network-Supported Systems Change
Neither top-down nor bottom-up leadership is adequate for solving complex social challenges. We need to combine the strengths of both.
Neither top-down nor bottom-up leadership is adequate for solving complex social challenges. We need to combine the strengths of both.
Listening to participants allows nonprofits to go beyond the “what” of change to the “how and why,” the first step toward changing unjust systems.
An excerpt from Leading for Justice on going beyond compliance and compensation in HR.
A new approach to tackling social problems orchestrates the participation of multiple stakeholders in the process from generating ideas to scaling solutions.
Economists have obsessed over the question of negative externalities, but market arrangements can also generate positive externalities. We should consider how to harness them for public good. | Open access to this article made possible by Harvard Business School Division of Research and Faculty Development
Funders are calling for more program evaluation, but nonprofits are often collecting dubious data, at great cost to themselves and ultimately to the people they serve.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
For NGOs, impact comes in different forms and to track the cycles of social change work, we must think across the tangibility and the speed of emergence of change.
With an understanding of these 10 funding models, nonprofit leaders can use the for-profit world's valuable practice of engaging in succinct and clear conversations about long-term financial strategy.
Professionalism has become coded language for white favoritism in workplace practices that more often than not leave behind people of color. This is the fourth of 10 articles in a special series about diversity, equity, and inclusion.